LEAN Analysis and

maintenance optimisation

Improving business performance

Companies facing increasing competition or otherexternal pressures frequently implementestablished methods for improving businessperformance

Three of the most commonly applied tools are:Three of the most commonly applied tools are:

o Six Sigma

o Theory of constraints

o Lean

Why did AUTOMAIN selected Lean rather thananother or a combination of all three?

Although there are similar characteristics in these techniques,key defining differences are

o Six Sigma (6s)o problem-focused, with a view that process variation is waste.

Improved performance through statistical methods (SPC)Improved performance through statistical methods (SPC)

o Theory of Constraints (ToC)o Understanding the weakest link (bottleneck) in the process chain

o Leano Elimination of all forms of waste – over processing, time, resources etc

Lean plus innovation delivers greatestbenefit

reducedopportunity

Enteron Plan Return to

normal servicepossession

maintenance process

reduced possessionopportunityfor waste

normal service

The approach

o to undertake Structured Observations of themaintenance process

o to map out the maintenance and planning processesduring Value Stream Mapping (VSM) workshops,quantification of key parameters wherever possible (theduration of the task, the manpower required, theduration of the task, the manpower required, theprobability of each step occurring right first time etc.)

o to produce a Hand Off Diagram

Lean provides an opportunity to re-connect managementwith what is happening at ground level

Structured Observations

Key timings and observations were recorded, and theutilisation of time was subsequently broken down into 5generic tasks:

o confirmation = confirming granting of possessiono waiting = waiting for equipment to arriveo communication = phone calls and creation of documentationo communication = phone calls and creation of documentationo tamping = carrying out the tamping activityo transportation = moving of tamping equipment to location

This information was then presented in graphical format,along with a summary of the observations made during thecourse of the visit.

Findings – Structured Observations

Shift utilisation (how the tamping crews spent their time)o confirmation 6% to 15%o waiting 7% to 25%o communication 1% to 10%o transportation 17% to 21%o tamping 42% to 50%o tamping 42% to 50%−a recording run prior to tamping accounted for 9% of the Network Rail possession−the SNCF, Trafikverket and ProRail maintenance was targeted at specific locations within the possession, whereas the Network Railand DB maintenance was undertaken on a continuous length of track−the number of concurrent processes was different between administrations which potentially increases productivity at the cost ofextra manpower and possibility of conflicts

Possession Utilisation

Break down of time utilisation during

a planned 6 hour possession on 12/09/2011 Tota

l

NV

A-

No

n-V

alu

e

Ad

ded

(Was

te)

NN

VA

-N

eces

sary

No

n-V

alu

eA

dd

ed

VA

-V

alu

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dd

ed

Totals (Minutes) 360 176 34 150

1. Waiting - Granting of Possession 45 45

2. Waiting - Arrival of Tamper 30 30

3. Pre-shift Brief 5 5

4. Tamping Machine Set Up 8 8

1. Waiting -Granting ofPossession

2. Waiting - Arrivalof Tamper

3. Pre-shift Brief

4. TampingMachine Set Up

5. Carry out

9. Check Results ofTrack levelness

10. Paperworkand Report

Writing

11. Waiting forpermission to send

Tamper

12. Tamper 'Sweepthe possession'

(approx - not seen)

13. Unutilisedtime

Utilisation of Available 'Possession Time'

59% of thePossession spent5. Carry out 'Recording Run' 1,600 M 16 16

6. Review 'Recorded Data' and Set up Tamper 11 11

7. Tamping Operation 150 150

8. Set Tampers to Travel Positions 2 2

9. Check Results of Track levelness 'Traces' 5 5

10. Paperwork and Report Writing 13 13

11. Waiting for permission to send Tamper 5 5

12. Tamper 'Sweep the possession' (approx - not seen) 30 30

13. Unutilised time 40 40

5. Carry out'Recording Run'

1,600 M

6. Review'Recorded Data' and

Set up Tamper

7. TampingOperation

8. Set Tampers toTravel Positions

Track levelness'Traces'Possession spent

on Non ValueAdded tasks

Identify the reasons – Why?

Objective:

Tamping Process – Value Stream Map

Concerns and ImprovementIdeas collected from all

AutoMain Tamping Experts

Hand-Off Diagram

Tamping Process – Value Stream Map

Total 394Improvement

Value Stream Map completed for all 5Improvementopportunities

identified

Value Stream Map completed for all 5Automain Partner Organisations

Tamping Process – Opportunities Stratified

No Concern Improvement Idea Network

Rail

SNCF

Strukton

(Sweden &

Holland)

Deutsch

bahnCategory Effort Benefit Rank

114Tamper given low priority if there is an

operational incident x Standard Planning

ProceduresH L 0

115Tamper transit route sometimes blocked

by late running trains x x Problem and

CountermeasureL H 3

116Mismatched understanding of plan

between PICOP and Signaller x Training and

CommunicationL H 3

117Create access points closer to regularly

used signals x Infrastructure

DevelopmentH H 2

118Planners don't take account of location of

signals in relation to access points x Standard Planning

ProceduresL H 3

119 Auto PLB at standard blocking points x Standard OperatingL H 3OUT:119 Auto PLB at standard blocking points x Standard Operating

ProcedureL H 3

120Stop using Detonators and PLB - Use

'Signal Protection' only x Standard Operating

ProcedureL H 3

OUT:

- Categorisation- Evaluation

- Project StreamDefinition

IN:Ideas

Recorded

Tamping Process – Project Stream Definition

1. Planning Systems Development - Largest Opportunity

2. Data Systems Development

3. Standard Operations Procedures

Key Point:

Opportunities are identified:

Causation Factors

Why – 59% Non Value Added Tasks4. Training and Communications

6. Total Productive Maintenance (TPM)

7. Problem & Countermeasure Systems

5. Technical Development

7 main‘Streams’ fordevelopment

Opportunities are identified:But-

Improvements can only berealised throughImplementation

Why – 59% Non Value Added TasksStratified

7 High Level Project Streams Identified

Waste: (non) Value Added

Use of Lean Analysis in Automain

• Tamping Process: which perspective

– One tamping cycle and its surroundings?

Possession

Planning process

Possession

Tamping

Use of Lean Analysis in Automain

Findings:

Use of Lean Analysis in Automain

Findings:• High levels of waiting

• Poor suitability of machine selected for the possession task

• Low Utilization of Available Possession Time.

• Potential to improve capacity and / or efficiency ofTamping Operation:Tamping Operation:

• improved machine selection and

• operator pace level up

• High variation in Safety Regulations and working practices.

Use of Lean Analysis in Automain

• Findings / suggestions, examples:– A system showing the national availability of maintenance

resources (both manpower and machinery) would help mitigatethe difficulty frequently encountered with aligning resourcesand maintenance requirements.and maintenance requirements.

– Certain administrations tamp only those areas deemedproblematic, while others automatically tamp an entire length ofline. An investigation is needed into which is the most effectiveapproach, potentially also considering what is appropriate inwhat circumstances.

Conclusions

• Use Lean Analysis for specific scope

– Within an organization

• Specific work methods, e.g. welding

• Hunt for waste within that specific work method• Hunt for waste within that specific work method

– With respect to the unconditioned environment

• Use Lean Analysis within sector

– With various partners involved

– Create awareness amongst partners

• for a certain subject, e.g. logistics around possessions